Process Management Quotes

You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.

Production is not the application of tools to materials, but logic to work.

When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.

Effective process is not bureaucracy. Bureaucracy is senseless process.

Management does not know what a system is.

When you're directing something, you absolutely have to be involved in all layers of the process.

We all know Linux is great...it does infinite loops in 5 seconds.

Unix gives you just enough rope to hang yourself - and then a couple of more feet, just to be sure.

UNIX is simple and coherent, but it takes a genius (or at any rate, a programmer) to understand and appreciate its simplicity.

Change is a process which has to be managed.

Vision is easy. It's so easy to just point to the bleachers and say I'm going to hit one over there. What's hard is saying, OK, how do I do that? What are the specific programs, what are the commitments, what are the resources, what are the processes we need in play to go implement the vision, turn it into a working model that people follow every day in the enterprise. That's hard work.

I define UNIX as 30 definitions of regular expressions living under one roof.

Change is a process which has to be managed. If it's managed and managed well in the interest of the nation and the people, the likelihood is that it will end well.

No matter how you hire, ensuring the systems are in place to manage the process will be critical in allowing you to find the right people to carry the standards you set. Don't neglect that duty!

Good people cannot fully compensate for bad process, but they can mitigate some of its worst tendencies.

The whole process to raise stars is very systematic.

You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.

If I spend time at the front of the process worrying about connecting themes, then I won't write the best songs.

There's a historical view that adding process into a scrappy start-up kills innovation, but I'm a firm believer that you need process at some point to remain agile.

Looking at a first assembly is kind of like looking at an overgrown garden. You can't just wade in with a weed whacker; you don't yet know where the stems of the flowers are.

Producing is like pushing jello up a hill on a hot day.

Processes break in two ways. They break because they don't have the right checks and balances and because they don't have the right execution.

I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special

Even a two-car parade gets fouled up if you don't decide ahead of time who's going to lead.

In business -- every business -- the bottom line is understanding the process. If you don't understand the process, you'll never reap the rewards of the process.